information technology project management, eighth...
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Information Technology Project Management, Eighth Edition
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} Explain the importance of good human resource management on projects, including the current state of the global IT workforce and future implications for it
} Define project human resource management and understand its processes
} Summarize key concepts for managing people by understanding theories of motivation, influence, and power; how people and teams can become more effective; emotional intelligence; and leadership
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} Discuss human resource management planning and be able to create a human resource plan, project organizational chart, responsibility assignment matrix, and resource histogram
} Understand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource leveling
} Assist in team development with training, team-building activities, and reward systems
} Explain and apply several tools and techniques to help manage a project team and summarize general advice on managing teams
} Describe how project management software can assist in project human resource management
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} Many corporate executives have said, “People are our most important asset”
} People determine the success and failure of organizations and projects
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} Although there have been ups and downs in the IT labor market, there will always be a need for good IT workers
} By the end of 2014, there were almost 3 billion Internet users and 2.3 billion mobile-broadband subscriptions
} By 2020, ICT spending is projected to grow to nearly $5 trillion
} Project management was number two on Computerworld’s hottest skill list for 2015
} PMI estimates demand for 15.7 million project management jobs from 2010 to 2020
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} Proactive organizations are addressing workforce needs by◦ improving benefits◦ redefining work hours and incentives◦ finding future workers
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} In 2013 Yahoo’s CEO issued a memo stating that employees could no longer work from home, causing quite a stir throughout the world
} Diebold’s CEO took the opposite approach and started recruiting employees who wanted to work from home, luring the best and brightest workers from Yahoo and other companies cutting back on telecommuting
} The Huffington Post believes that telecommuting has won, and even Yahoo has softened its stance
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} A 2014 report by CompTIA found a gap between skills that employers wanted and what they actually found in the IT workforce
} 68 percent of IT firms report having a very challenging time finding new staff
} 58 percent of businesses are concerned about the quality and quantity of IT talent available for hire
} The number one strategy to handle understaffing is requiring workers to put in more hours
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} Making the most effective use of the people involved with a project
} Processes include◦ Planning human resource management: identifying and
documenting project roles, responsibilities, and reporting relationships◦ Acquiring the project team: getting the needed personnel
assigned to and working on the project◦ Developing the project team: building individual and
group skills to enhance project performance◦ Managing the project team: tracking team member
performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance
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} Psychologists and management theorists have devoted much research and thought to the field of managing people at work
} Important areas related to project management include◦ motivation theories◦ influence and power◦ Effectiveness◦ Emotional intelligence◦ Leadership
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} Intrinsic motivation causes people to participate in an activity for their own enjoyment
} Extrinsic motivation causes people to do something for a reward or to avoid a penalty
} For example, some children take piano lessons for intrinsic motivation (they enjoy it) while others take them for extrinsic motivation (to get a reward or avoid punishment)
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} Abraham Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny
} Maslow developed a hierarchy of needs which states that people’s behaviors are guided or motivated by a sequence of needs
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} Frederick Herzberg wrote several famous books and articles about worker motivation. He distinguished between◦ motivational factors: achievement, recognition, the work
itself, responsibility, advancement, and growth, which produce job satisfaction◦ hygiene factors: cause dissatisfaction if not present, but
do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment
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} RSA Animate used its popular whiteboard drawing technique to summarize key points from Pink’s book in a YouTube video called “Drive: The surprising truth about what motivates us”
} Pink suggests that managers focus on the following three motivators:◦ Autonomy◦ Mastery◦ Purpose
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} Specific needs are acquired or learned over time and shaped by life experiences, including:◦ Achievement (nAch): Achievers like challenging projects
with achievable goals and lots of feedback◦ Affiliation (nAff): People with high nAff desire harmonious
relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them◦ Power: (nPow): People with a need for power desire either
personal power (not good) or institutional power (good for the organization). Provide institutional power seekers with management opportunities
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} Douglas McGregor popularized the human relations approach to management in the 1960s
} Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives
} Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs
} Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values
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1. Authority: the legitimate hierarchical right to issue orders
2. Assignment: the project manager's perceived ability to influence a worker's later work assignments
3. Budget: the project manager's perceived ability to authorize others' use of discretionary funds
4. Promotion: the ability to improve a worker's position5. Money: the ability to increase a worker's pay and
benefits
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6. Penalty: the project manager's ability to cause punishment
7. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a particular task
8. Expertise: the project manager's perceived special knowledge that others deem important
9. Friendship: the ability to establish friendly personal relationships between the project manager and others
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} Projects are more likely to succeed when project managers influence with◦ expertise◦ work challenge
} Projects are more likely to fail when project managers rely too heavily on◦ authority◦ money◦ penalty
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} Power is the potential ability to influence behavior to get people to do things they would not otherwise do
} Types of power include◦ Coercive◦ Legitimate◦ Expert◦ Reward◦ Referent
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} Project managers can apply Covey’s 7 habits to improve effectiveness on projects◦ Be proactive◦ Begin with the end in mind◦ Put first things first◦ Think win/win◦ Seek first to understand, then to be understood◦ Synergize◦ Sharpen the saw
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} Good project managers are empathic listeners -they listen with the intent to understand
} Before you can communicate with others, you have to have rapport – a relation of harmony, conformity, accord, or affinity
} Mirroring is the matching of certain behaviors of the other person, a technique to help establish rapport
} IT professionals need to develop empathic listening and other people skills to improve relationships with users and other stakeholders
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} Howard Gardner’s book Frames of Mind: The Theory of Multiple Intelligences introduced the concept of using more than one way to think of and measure human intelligence
} Emotional intelligence (EI) is knowing and managing one’s own emotions and understanding the emotions of others for improved performance
} 71 percent of U.S. hiring managers say they value EI more than IQ
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} There is no one best way to be a leader} Most experts agree that the best leaders are able to
adapt their style to needs of the situation} Daniel Goleman, author of Emotional Intelligence and
Primal Leadership, describes six leadership styles:1. Visionary2. Coaching3. Affiliative4. Democratic5. Pacesetting6. Commanding
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} PMI introduced the PMI Talent Triangle in 2015 to emphasize the need for more than technical skills for project managers
} The Talent Triangle includes:◦ Technical project management◦ Strategic and business management◦ Leadership
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} Involves identifying and documenting project roles, responsibilities, and reporting relationships
} Contents include◦ project organizational charts◦ staffing management plan◦ responsibility assignment matrixes◦ resource histograms
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} A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
} Can be created in different ways to meet unique project needs
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R = responsibilityA = accountability, only one A per taskC = consultationI = informed
Note that some people reverse the definitions of responsible and accountable.
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} A staffing management plan describes when and how people will be added to and taken off the project team
} A resource histogram is a column chart that shows the number of resources assigned to a project over time
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} Acquiring qualified people for teams is crucial} The project manager who is the smartest person
on the team has done a poor job of recruiting!} It’s important to assign the appropriate type and
number of people to work on projects at the appropriate times
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} Staffing plans and good hiring procedures are important, as are incentives for recruiting and retention◦ Some companies give their employees one dollar for every hour a
new person they helped hire works◦ Some organizations allow people to work from home as an
incentive} Enrollment in U.S. computer science and engineering
programs has dropped almost in half since 2000, and one-third of U.S. workers were over the age of 50 by 2010
} CIO’s researchers suggest that organizations rethink hiring practices and incentives to hire and retain IT talent
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} Best practices can be applied to include the best places for people to work◦ For example, Fortune Magazine lists the “100 Best
Companies to Work For” in the United States every year, with Google taking the honors for the sixth time in 2015◦ Working Mothers Magazine lists the best companies in
the U.S. for women based on benefits for working families◦ The Timesonline (www.timesonline.co.uk) provides the
Sunday Times list of the 100 Best Companies to Work For, a key benchmark against which UK companies can judge their Best Practice performance as employers
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} Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods
} Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules
} Overallocation means more resources than are available are assigned to perform work at a given time
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} Resource leveling is a technique for resolving resource conflicts by delaying tasks
} The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation
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} When resources are used on a more constant basis, they require less management
} It may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources
} It results in fewer problems for project personnel and accounting department
} It often improves morale
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} The main goal of team development is to help people work together more effectively to improve project performance
} It takes teamwork to successfully complete most projects
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} Forming} Storming} Norming} Performing} Adjourning
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} Training can help people understand themselves, each other, and how to work better in teams
} Team building activities include◦ physical challenges◦ psychological preference indicator tools
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} MBTI is a popular tool for determining personality preferences and helping teammates understand each other
} Four dimensions include:◦ Extrovert/Introvert (E/I)◦ Sensation/Intuition (S/N)◦ Thinking/Feeling (T/F)◦ Judgment/Perception (J/P)
} NTs or rationals are attracted to technology fields} IT people vary most from the general population in
not being extroverted or sensing
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} People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness:◦ Drivers◦ Expressives◦ Analyticals◦ Amiables
} People on opposite corners (drivers and amiables, analyticals and expressives) may have difficulties getting along
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} Also uses a four-dimensional model of normal behavior◦ Dominance◦ Influence◦ Steadiness◦ Compliance
} People in opposite quadrants can have problems understanding each other
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} Team-based reward and recognition systems can promote teamwork
} Focus on rewarding teams for achieving specific goals
} Allow time for team members to mentor and help each other to meet project goals and develop human resources
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} Project managers must lead their teams in performing various project activities
} After assessing team performance and related information, the project manager must decide◦ if changes should be requested to the project◦ if corrective or preventive actions should be recommended◦ if updates are needed to the project management plan or
organizational process assets.
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} Observation and conversation} Project performance appraisals} Interpersonal skills} Conflict management
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1. Confrontation: Directly face a conflict using a problem-solving approach
2. Compromise: Use a give-and-take approach
3. Smoothing: De-emphasize areas of difference and emphasize areas of agreement
4. Forcing: The win-lose approach
5. Withdrawal: Retreat or withdraw from an actual or potential disagreement
6. Collaborating: Decision makers incorporate different viewpoints and insights to develop consensus and commitment
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} Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively
} Groupthink: Conformance to the values or ethical standards of a group. Groupthink can develop if there are no conflicting viewpoints
} Research suggests that task-related conflict often improves team performance, but emotional conflict often depresses team performance
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} Patrick Lencioni, author of several books on teams, says that “Teamwork remains the one sustainable competitive advantage that has been large untapped”*
} The five dysfunctions of teams are1. Absence of trust2. Fear of conflict3. Lack of commitment4. Avoidance of accountability5. Inattention to results
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*Lencioni, Patrick, “Overcoming the Five Dysfunctions of a Team,” Jossey-Bass: San Francisco, CA (2005), p. 3.
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} Be patient and kind with your team} Fix the problem instead of blaming people } Establish regular, effective meetings} Allow time for teams to go through the basic
team-building stages } Limit the size of work teams to three to seven
members
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} Plan some social activities to help project team members and other stakeholders get to know each other better
} Stress team identity} Nurture team members and encourage them to
help each other} Take additional actions to work with virtual team
members
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} Software can help in producing RAMS and resource histograms
} Project management software includes several features related to human resource management such as◦ Assigning resources◦ Identifying potential resource shortages or
underutilization◦ Leveling resources
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} Project managers must ◦ Treat people with consideration and respect◦ Understand what motivates them◦ Communicate carefully with them
} Focus on your goal of enabling project team members to deliver their best work
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} Project human resource management includes the processes required to make the most effective use of the people involved with a project
} Main processes include◦ Plan human resource management◦ Acquire project team◦ Develop project team◦ Manage project team
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